Curious Cat Management Improvement Connections

Tag: health care

Transforming Health Care Leadership: A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health by Cliff Norman
"The authors of this book provide the necessary tools for health care leaders to build a learning organization that can make the Triple Aim a reality—better patient care, at lower per-capita cost, while learning to improve population health." — Donald M. Berwick

Helping Doctors and Patients Make Sense of Health Statistics
"Many doctors, patients, journalists, and politicians alike do not understand what health statistics mean or draw wrong conclusions without noticing… Statistical literacy is a necessary precondition for an educated citizenship in a technological democracy. Understanding risks and asking critical questions can also shape the emotional climate in a society so that hopes and anxieties are no longer as easily manipulated from outside and citizens can develop a better-informed and more relaxed attitude toward their health."

Improve the Affordable Care Act, Don’t Repeal It by John Toussaint
"when patients do need care, the processes of care delivery must be redesigned to radically improve the patient experience and reduce errors; 250,000 people dying every year from medical error is unacceptable. Finally, individual hospital and provider outcomes must be made public to the consumer so patient choice can play a role in reform. Parts of the ACA are clearly on the right track to address health care reform. Other parts need to be significantly improved. The focus should be on improving the affordability of health care for every American. This should be the number one priority of the new government."

Understanding and Application of Deming’s System of Profound Knowledge in Healthcare by Mike Stoecklein
"The prevailing style of management in healthcare is the same as the style described of Western management by Dr. Deming. It is based on a short-term view, where management sees their job as achieving results by any means necessary. Committees and management batch problems for solving long after the problems have occurred, and the causes are commonly traced back to people. Management spends most of their time in boardrooms or conference rooms without any real understanding of the day-to-day operations, far removed from where the value is added (by the caregivers). Healthcare managers have been led to believe that if they manage the parts of their organization well, then the parts will add up to a well-run organization. This reductionist view may work well for simple systems, but it produces poor quality, high costs, and a lack of cooperation when applied to complex systems like healthcare delivery."